Hotel funding & hospitality working capital for your next business move.

Yes. Independent properties and motels with documented revenue and operating history can apply. Brand affiliation is not a requirement.

Start with the franchisor scope and deadline, get contractor bids, and apply with the full project cost plus a reserve for rooms taken offline during the work.

Seasonal properties should show a full 12-month cycle. Compare proposed payments against your slowest month, not your peak, before accepting any offer.

Yes. Staffing up ahead of high season is a common working-capital purpose. Time the application so funds arrive before hiring begins.

Acquisition financing depends on the program, the property, and the complete review. Discuss the purchase structure with the team before assuming eligibility.

With a complete application, properties can get a decision in as little as 4 hours and hospitality working capital as fast as same day. Apply directly to Logic Advance — no obligation.

Prepare a signed application and four recent, complete business bank statements. Occupancy reports, franchise agreements, and ownership information may also be requested.

SBA-backed financing programs (such as SBA 7(a)) can support franchise hotel projects through participating lenders, and the SBA Franchise Directory lists eligible brands. These programs typically involve longer applications and bank-style underwriting. If you need to move on a PIP deadline or renovation timeline faster than that process allows, a direct funding partner can review your application in hours — apply and compare your options.

A revolving credit facility — often called a business line of credit — gives your hotel access to a credit limit you can draw from, repay, and draw again. It's useful for covering seasonal staffing, supplies, or short-term gaps without reapplying each time. Logic Advance offers a business line of credit built for this kind of repeat need. Review the current requirements and apply directly.

A commercial mortgage is long-term financing secured by the hotel property itself, typically used for purchases or major refinances through banks or specialized lenders. The process involves appraisals, lengthy underwriting, and strict qualification. For faster needs — renovations, PIPs, seasonal working capital — hotels often use shorter-term funding that doesn't put the property up as collateral.

Development financing covers ground-up construction or major property transformations — new builds, conversions, or large-scale expansions. These are complex, multi-stage projects handled by specialized lenders. For existing properties, renovation and working-capital funding through a direct funder is typically faster and simpler.

Asset-based financing uses business assets — equipment, vehicles, or receivables — to support the funding amount. For hotels, this can include commercial laundry systems, kitchen equipment, or shuttle vehicles. Logic Advance offers equipment financing for identifiable business assets. Apply and discuss what your property needs.

Government grant programs for hotels are rare and highly competitive, usually tied to specific situations like historic preservation or disaster recovery — and most are currently closed to new applicants. For most hotel projects, direct business funding with a fast decision is the practical path. Apply and get an answer in as little as 4 hours.

Crowdfunding raises small amounts from many backers, usually through online platforms. It can work for boutique or concept hotels with a strong story, but campaigns take months and success is uncertain. If your project has a deadline — a PIP, a renovation window, a seasonal opening — direct funding with same-day possibilities is built for that timeline.

Invoice financing advances funds against outstanding invoices. For hotels, this mainly applies to properties with significant corporate accounts or event business on extended payment terms. If slow-paying corporate receivables are creating cash-flow gaps, this structure can help. Discuss your receivables with the team when you apply.

Family offices — private investment groups managing a wealthy family's capital — occasionally fund hotel projects, but they typically focus on large deals and move slowly through relationship-based introductions. For most hotel owners, a direct funding partner with a simple application and fast decision is the accessible path.

Hotel funding isn't one-size-fits-all. Whether you're looking to refinance existing financing, renovate your property, or simply manage the ups and downs of seasonal demand, there are financing options tailored to your goals. With options designed for the unique ebb and flow of the hospitality industry, hotel funding helps you stay ahead — covering everything from emergency repairs to expansion plans, without the red tape of traditional banks.

Before applying, review your credit profile and address any inaccuracies, since errors could affect your eligibility or terms. Reviewers will also look at your business's financial health, including revenue trends and existing obligations. Organize key documents in advance — recent bank statements, tax returns, and a clear summary of how you'll use the funds. Having these ready signals that you're prepared and serious, which can speed up the review process and improve your chances of approval.

Credit requirements and additional conditions differ by product. Meeting a minimum does not guarantee approval. Standard credit and security checks are part of the review process. It's smart to check your personal and business credit reports before you apply — errors or unresolved issues could affect your eligibility or terms. Taking time to review and address any inaccuracies in advance can help prevent unexpected delays.

Yes. Emergency repairs that keep a property open and bookable are a common working-capital purpose. Share the repair quote and the timeline when you apply, and compare the payment against your current occupancy before accepting an offer.

Most properties schedule disruptive work in their slowest occupancy stretch so fewer room nights are lost. Plan the funding to arrive before that window opens, and include the revenue dip from rooms taken offline in your budget.

Yes. Brands inspect more than once, and smaller standards updates — signage, technology, soft goods, and guest-facing details — often come due between larger improvement plans. Funding can cover those updates so a surprise inspection does not become a scramble.

Build the request from contractor bids first, then add a sensible reserve for change orders, permits, and rooms that stay offline longer than planned. Requesting only the lowest bid leaves no room when real-world costs come in higher.

Yes. Guest-facing upgrades that support reviews, repeat bookings, and rate strength are a common purpose. Bring vendor quotes and a short explanation of the expected guest impact when you apply.

Have your signed application, four recent and complete business bank statements, and a clear list of what the funds cover — staffing, supplies, repairs, or marketing. Submitting a complete file is the fastest path to a decision in as little as 4 hours.

The team reviews your signed application, bank statements, and the project or gap you are funding, and a complete file can receive a decision in as little as 4 hours. If an offer follows, you compare its terms against your occupancy cycle before you sign, and funding can arrive as fast as same day.

Build the request from contractor bids, then add soft costs, inspections, and a reserve for rooms that stay offline longer than planned. This page totals a $90,000 example from a $60,000 room refresh, $8,000 in soft costs, and a $22,000 occupancy reserve; if the property contributes $25,000, the funding gap is $65,000 before fees or other costs.

Have 12 months of occupancy and revenue data ready to show your full cycle, from peak season through the shoulder months. That history helps the review understand seasonal swings instead of judging the property on a single strong or slow month, and it supports a payment structure you compare against your slowest month before signing.

Request the net amount your property will receive, the total payment or remittance obligation, all fees, the payment frequency, and the expected duration. Review any liens, guarantees, early-payment treatment, and reconciliation provisions, and remember that a factor rate on a merchant cash advance is not an APR when you compare offers side by side.

List every current funding arrangement, remaining balance, and payment schedule with your application, as the starting requirements on this page ask. The review weighs existing obligations alongside revenue, occupancy patterns, and the purpose of the new funding, so a complete picture up front gives the application its clearest path to a decision.

Yes. You can apply again ahead of a later season, timing the application so the money is in place before hiring, repairs, or renovation work begins. A new application is reviewed on current statements, occupancy, and obligations, so keep your records current and apply early enough that the work finishes before the rush arrives.

The published starting guideline is $25,000 in monthly business revenue. Merchant cash advance and line-of-credit guidelines start at six months in business, while equipment and term-funding guidelines start at one year. Credit requirements and other conditions differ by product, and meeting a starting guideline does not guarantee approval.

Yes. Equipment financing is worth reviewing for identifiable assets like commercial laundry or kitchen systems. Keep the vendor quote ready, explain the work the equipment supports, and confirm what can be financed and what must be paid upfront before you commit, so the request matches the true cost and your timeline.

For renovations, keep contractor bids and a room-by-room scope available. Add the franchisor scope and deadline for a property improvement plan, a reserve for rooms taken offline during the work, and 12 months of occupancy and revenue data when the need is seasonal. Those details let the review match the amount to the real project instead of pausing for follow-up questions.

A bank decision is not the whole story. The review here weighs revenue, occupancy patterns, existing obligations, and the purpose of the funding, and credit requirements differ by product rather than deciding the outcome on their own. Prepare a signed application and four recent, complete business bank statements, organize your project or seasonal records, and let the property’s full cycle make the case.

Match the product to the need. Term funding may fit a defined renovation or property improvement plan with a repayment plan. Equipment financing is worth reviewing for identifiable assets like commercial laundry or kitchen systems. A business line of credit may suit repeat draws for seasonal timing gaps, subject to available credit and account terms. A merchant cash advance is a different structure based on future receivables, so card-heavy properties should compare its complete cost and collection terms against daily operating needs. The products available to your property depend on review.

Yes. Shoulder seasons and event-driven markets create uneven revenue, and working capital can smooth the gaps so fixed costs stay covered year-round. Show a full 12-month occupancy and revenue cycle with your application, and compare any proposed payment against your slowest month, not your peak, before you accept an offer.

Take out the number one crew can finish and return to inventory on schedule: a stack, a floor, or a wing, rather than the whole property. Phasing keeps the remaining rooms earning, keeps staff working in a familiar rhythm, and lets each finished group of rooms start producing reviews and revenue for the next phase.

Budget beyond the construction quote: design and brand approvals where they apply, permits, inspections, and the smaller costs of taking rooms in and out of service. This page's example adds $8,000 of soft costs and inspections to a $60,000 refresh across 20 rooms. Soft costs named early do not become surprises later.

Yes, payroll during the work belongs in the plan through the operating reserve, because staff are needed before, during, and after each phase while some rooms cannot be sold. This page's example holds a $22,000 reserve for reduced occupancy during the work. The written offer confirms what a specific agreement covers.

Schedule the loudest, most disruptive phases into your shoulder or slower season, when fewer keys are out of service at peak rates, and finish before the high-occupancy months the refreshed rooms are meant to serve. Your statements show the pattern, so include the dates you are targeting and why when you apply.

Send the contractor quote with the phasing plan and dates, any brand timeline or required-upgrade deadline that applies, and four recent, complete business bank statements with the signed application. Together they show the project, the deadline, and the operation's real revenue pattern across busy and slower months.

Start while the current phase is underway, using real costs and real guest response from the finished rooms. If the first phase came in on budget and reviews improved, the next request is documented by results instead of estimates. Early planning also keeps contractor availability and brand deadlines working for you.

Because an emergency does not ask whether the renovation budget can spare it. When the reserve for surprises is named and held apart, a repair is paid from its own fund and the project keeps its schedule, its contractor, and its reopening dates.

The failures that cannot wait for the project to finish: a boiler or water heater failure, a roof leak, a broken elevator, or a kitchen system that stops working. If guests or safety are affected this week, it belongs to the emergency side of the plan.

There is no single figure, because properties differ. This page's example holds a $22,000 reserve inside a $90,000 plan for reduced occupancy during the work. Start from your own property's age, systems, and season, and name the amount before the project begins.

Tell the team what happened and what it cost. A reserve used for its named purpose is the plan working, and reviewing the remaining project and reserve together, early, is how the schedule gets protected instead of quietly slipping.

Staffing for a known season is a planned cost, so it belongs in the operating plan, not the emergency reserve. Keeping planned and unplanned money apart is what leaves the emergency fund intact for the week something actually breaks.

Treat it as a line in the operating budget, not whatever happens to be left over. Finished rooms returning to service raise the revenue the reserve is built from, so set a fixed share of that stronger season aside until the fund is whole again.

List each room, the work it needs, and the contractor price for that work, then add soft costs and the occupancy reserve at the project level. On this page's example, $60,000 across 20 rooms averages $3,000 a room, and the room list shows where the real prices sit above or below that average.

Include paint, flooring, bathroom fixtures, lighting, and any repair the room needs to reopen at full rate, plus the inspections that sign the work off. A scope that stops at furniture leaves the most delay-prone work unpriced.

Put both bids against the same room list, line by line, and mark any room where one bid omits work the other includes. The lower bid is only lower if it covers the same rooms to the same finished standard.

Yes, and it is often the smartest order. Rooms that draw complaints carry the most rate and review risk, so refreshing them first protects revenue while later phases proceed, and the improved reviews support the rest of the project.

Occupancy and revenue data by room type, together with review scores and maintenance history, show where a refresh earns back fastest. Twelve months of that data beside your bank statements gives the review the same picture you are planning from.

Compare the actual cost per finished room and the rate those rooms now achieve against the original plan, then adjust the next phase's scope before it is priced. Real numbers from your own property replace estimates, phase by phase.

Lay last winter's weekly occupancy over the renovation calendar and place the phases that close the most rooms in the weeks that sold the fewest. Twelve months of occupancy data is already part of this page's application, and using it to choose dates turns reduced occupancy from a risk into the plan's scheduling tool.

Finish every guest-facing item that a holiday guest will judge: the rooms, lobby touches, and repairs that appear in reviews written during your highest-rate weeks. Heavy structural or noisy work can wait for January, but anything unfinished and visible in December costs both the rate and the review.

Start with back-of-house and low-visibility work in November, and keep the rooms coming out of service limited to the count your holiday occupancy can spare. Contractors can prepare, order, and stage in December, so the January phases begin on day one without holiday guests meeting a building site.

Occupancy and revenue by room type for the full year, the review scores that followed the peak, and the maintenance record for the rooms guests complained about. Those records show a reviewer exactly which work protects the rates your property already achieves, which is the strongest case a year-end application can make.

Yes, if the scope is already priced room by room: contractors' January calendars fill with exactly these projects, and signing in November holds both the crew and the price. On this page's example, a $3,000-per-room scope across 20 rooms gives the contractor a precise document to schedule against.

Check the reserve first: how much of it the finished phases used, what the completed rooms now earn against the plan, and whether the next phase's scope changed while the first was underway. A year-end check against your own numbers keeps the next request sized by evidence rather than by the original estimate.

Inspect under load conditions: the plumbing and heating that ran at full occupancy, the mattresses and soft goods guests just slept on, and every item the front desk heard about during the stay. A post-holiday walk-through, written room by room the way this page prices work, turns complaints and wear into a December work list with evidence behind each line.

Place the loud, room-closing work in the quieter days between the peaks and keep guest-facing finishing work out of the highest-rate nights entirely. The reserve for reduced occupancy in this page's budget — $22,000 inside the $90,000 plan — is priced for exactly those closed-room days, so schedule against it instead of discovering its size afterward.

Yes. A property that can show full holiday weeks, the rates those nights earned, and the work list the occupancy produced gives a review both sides of the story: proven demand and a priced plan. Four recent, complete bank statements carry the holiday deposits, and the room-by-room list shows what the funding is for.

Order the long-lead items the work list depends on: fixtures, soft goods, and any inspected system parts whose delivery dates reach into the new year. Ordering in December, while the inspection is fresh, protects the January schedule this page's phasing depends on, and the soft-costs line is where those deposits belong in the budget.

Fence the calendar before the work is booked: name the nights no room closes, and assign every task to the days outside them. A project that respects the rate nights protects the revenue the whole plan is judged against, and any task that cannot fit the fence waits for January's quieter weeks instead.

Each room's condition after a full season, the systems that strained, the guest comments that repeated, and the quotes gathered against them. Recorded at year-end, that walk-through becomes next year's phased budget already half-built, priced from the property's own evidence rather than from a spring guess.